older workers and generational differences may 2012
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Older workers and generational differences
by Toronto Training and HR
May 2012
Page 2
Contents3-4 Introduction to Toronto Training and HR5-6 Work factors favoured by each generation7-10 Reputation by generation11-12 Understanding key generational differences13-14 Minding the gaps15-16 Recruitment and selection17-20 Tips for generational diversity21-23 Approaches for managing an
intergenerational workforce24-27 Events where generational differences may play a role28-29 Targeted initiative for older workers
(TIOW)30-31 What Generation X look for in organizations32-34 Self-building opportunities for Generation X35-37 Principles of managing Generation X41-48 Case studies49-50 Conclusion and questions
Page 3
Introduction
Page 4
Introduction to Toronto Training and HR
• Toronto Training and HR is a specialist training and human resources consultancy headed by Timothy Holden
• 10 years in banking• 10 years in training and human resources• Freelance practitioner since 2006• The core services provided by Toronto Training and HR
are:- Training event design- Training event delivery- Reducing costs- Saving time- Improving employee engagement &
morale- Services for job seekers
Page 5
Work factors favoured by each generation
Page 6
Work factors favoured by each generation
MaturesBoomersGeneration X
Page 7
Reputation by generation
Page 8
Reputation by generation 1 of 3
VeteransBaby-boomersGeneration XGeneration YMillennials
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Reputation by generation 2 of 3
Core valuesOn the job they are seen as…
Page 10
Reputation by generation 3 of 3
Dominant valuesStereotypesWork ethicCommunicationFeedbackLeadershipAuthorityFamily and workRewards
Page 11
Understanding key generational differences
Page 12
Understanding key generational differences
Be unaware that the dynamics of generational differences at work have been studied for about twenty years nowHave some knowledge of generational differences. Be highly knowledgeable regarding generational differences
Page 13
Minding the gaps
Page 14
Minding the gaps
Dispose of top-down ruleKnow what your employees wantAdopt multi-channel communicationsEngage through mentoringGet older workers involved in recruiting
Page 15
Recruitment and selection
Page 16
Recruitment and selection
VALUE PROPOSITIONSVeteransBaby-boomersGeneration XGeneration YMillennials
Page 17
Tips for generational diversity
Page 18
Tips for generational diversity 1 of 3
Analyse your workforce profile in terms of age and analyse the future impact of the changing generational mixCarry out an employee survey and analyse the views and motivations of different age groupsAudit your internal communications to assess the communication channels and stylesDoes your employer brand really convey what is compelling your organization as a place to work at that attracts and engages all generations?
Page 19
Tips for generational diversity 2 of 3
Rigorously analyse career development opportunities for all people through statistics and career conversationsConsider radical changes to flexible working practicesMaximize opportunities to enhance coaching and mentoring across the generational groupsRe-engage Boomers by ensuring they feel challenged and have development opportunities
Page 20
Tips for generational diversity 3 of 3
Re-evaluate corporate social responsibility policies and practicesIdentify the areas of commonality and build on them
Page 21
Approaches for managing an
intergenerational workforce
Page 22
Approaches for managing an intergenerational
workforce 1 of 2
Communicating information in multiple waysCollaborative discussion, decision-making or problem-solvingTraining managers in dealing with generational differencesOffering different types of trainingCreating mentoring programs to encourage workers of different generations to work together and share experiences
Page 23
Approaches for managing an intergenerational
workforce 2 of 2
Training employees on working with people of diverse age groupsConducting a demographic audit of the workplace to increase awareness of generational issuesMediationKeeping workers of different generations from being assigned to work together where possible
Page 24
Events where generational
differences may play a role
Page 25
Events where generational differences may play a role
1 of 3Workers from different generations work effectively togetherWorkers from different generations learn from one anotherBetter quality of work due to a variety of generational perspectivesConflicts regarding acceptable work hours between workers of different generations
Page 26
Events where generational differences may play a role
2 of 3Employees feeling co-workers from other generations do not respect themCommunication breakdowns between workers of different generationsIntergenerational mentoringPerspectives of workers from two or more different generations balancing each other
Page 27
Events where generational differences may play a role
3 of 3Employees stating that co-workers from other generations are over and under reliant on technologyEmployees taking co-workers from other generations less seriouslyResentment between workers of different generations
Page 28
Targeted initiative for older workers (TIOW)
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Targeted initiative for older workers (TIOW)
Who is aimed at?Eligibility
Page 30
What Generation X look for in organizations
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What Generation X look for in organizations
Invest heavily in the training and development of their employeesCare about their employees as individualsProvide clear opportunities for long-term career progressionProvide variety in daily workHave a dynamic, forward-looking approach to the organization
Page 32
Self-building opportunities for
Generation X
Page 33
Self-building opportunities for Generation X 1 of 2
Learn marketable skills Build relationships with people that can help themTackle challenges and produce results that will act as evidence of their abilityManage as much of their own time as possibleWork in an entrepreneurial environment
Page 34
Self-building opportunities for Generation X 2 of 2
Be creative and innovativeWork as part of a teamReceive feedback and credit for valuable contributions
Page 35
Principles of managing Generation X
Page 36
Principles of managing Generation X 1 of 2
Accept them and learn to work with them rather than to fight themUse love and caring because they need to know that you truly care about them as peopleSupport them outside work and show support for them through difficult personal situationsDon’t baby them-they want to be seen as independent and don’t micromanage them
Page 37
Principles of managing Generation X 2 of 2
Ask, ask, ask-ask lots of questions and implement solutionsDiscuss your methods and explain how you would like to manage and evaluate themTrain and orient them by meeting with them often because training is a key motivator Set specific standardsMake work fun
Page 38
Encouraging learning in Generation X
Page 39
Encouraging learning in Generation X 1 of 2
Use action learning with the emphasis on reflection and structured so that real issues are solvedEncourage incidental learning both through action learning and in the workplace-which is often unstructured and dependant on circumstancesPromote a culture of forgiveness, open-mindedness and awareness
Page 40
Encouraging learning in Generation X 2 of 2
Use formal learning with opportunities for self-direction, such as e-learning emphasized over structured classroom trainingUse a human touch in development, such as mentors and leadersAdopt special programs such as job rotation, stretch assignments, taskforce leadership, mentoring and new product development
Page 41
Case study A
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Case study A
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Case study B
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Case study B
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Case study C
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Case study C
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Case study D
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Case study D
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Conclusion and questions
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Conclusion and questions
SummaryVideosQuestions
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